Part 3
Shaping culture
CULTURE in the political management context, is the personality of the collective. The Deegong is very clear on this promise of “pagbabago,” or change. All incoming administrations have their slogans related to this much-prostituted word. But the Deegong has a proven track record encompassing two decades of local governance backing up this slogan. His administration is perceived to have one of the lowest incidences of corruption in government and he intends to introduce this culture of anti-corruption applying the same methods in the national level for the desired outcome.
The alter egos’ task is to help him shape this culture, from one where the practice of corruption is pervasive, legitimized and a matter of course; to one where corruption is perceived to be a perversion of positive values and ethically unacceptable. These Cabinet men and women must internalize the task to do what the Deegong did at the outset in his city—to overhaul their own respective departments also. They can’t go for cosmetic changes in techniques and tactics but must go all out to stamp out this sordid practice. Initiating management controls, reeducation and training are just some of the facets of the process. The more important aspects are the firing of corrupt personnel and instituting other sanctions, including cases in court. There is now a critical need to change this culture within the departments yet the pace of change will depend upon the political management skills of the principals—the Cabinet heads. And all these changes and initiatives need to be communicated to the public, clearly and unequivocally. And this is not simply a job for the presidential spokespersons – this requires the all-out efforts of PRRD’s alter egos, the Cabinet members. They need to be the “talking heads” of their own departments.
To understand better the political culture of the Deegong regime, we look back at where he comes from. A city mayor who ran his city successfully, boasting a good steady economic growth over two decades and imposing “law and order” on a city that was perceived to be the CPP/NPA laboratory during the martial law regime. Except for one term as a congressman, the mayor was really—as he himself admitted—“…just a local city mayor who did good by his constituency”. His no-nonsense approach to political governance was effective locally and he is applying the formula on a large scale for the whole country. This is perhaps where his critics may have some argument, on the type of people the President chooses.
Those within the periphery of power (not necessarily Cabinet posts) are from his intimate circle of friends and local boys and girls; some from his alma mater. The profile of his Cabinet are basically local personalities who made good in executive capacities as Cabinet members in past administrations (Finance Secretary Sonny Dominguez, heads the list with Secretaries Bello, Dureza and Diokno); some have extensive experience as local government executives (Secretaries Piñol and Sueño); and some have international exposure (Yasay of Foreign Affairs and Lorenzana of Defense).
Some chosen personally by the Deegong are those recommended by his allies in Congress, those he relied upon during the presidential campaign and the coalition he hammered to catapult him to the presidency. No doubt these choices are qualified and may have the complete trust of the President. We don’t exactly know who these people are but we do understand their entitlements in relation to the realities of this new government, the dictates of the coalition that support it and the decisions dominated by political imperatives. The President must now pay the price for the coalition’s support, by allocating as evenly as possible, appointive positions at all levels of government to the coalition members. This is of course a logical offshoot of the politics of patronage and spoils system practiced over several generations.
To date PRRD has reportedly over 3,000 positions in the bureaucracy and government corporations still left unfilled with the holdovers of the old regime still in place. This is understandable as the PDP-Laban, the nominal party of the President, does not have enough qualified people to take over the sinecures. The old office-holders may also be protected by the large influx of the Liberal Party members into the PDP-Laban who now practically dominate Congress.
But now, these people must perform their jobs based on their discernment of the new set of values which the PRRD has brought with him. And in turn those with specific Cabinet positions will have to reshape the missions and goals of their departmental turf. To do this, each Cabinet head and his own team must remold the organization and re-inject the concepts of ethics and creating public value. Those key persons in the “old organization” who are unable to give way and submerge their personal values to the collective (new political culture) must be done away with.
The job of these appointed presidential alter egos are not really cut out for them. But they need to follow the lead of their principal, the President. And here is where it becomes complicated. PRRD is a self-directed public manager always setting his own goals, pushing the boundaries of discretion. He is a proven political organizer and coalition builder. It was instinctive for PRRD to build consensus for whatever endeavor he is occupied with at the moment; but the Deegong is perceived also to be cavalier in anchoring his actions on the rule of law – and even seemingly has shown contempt for it.
Which puts the alter egos in a quandary as to how their own personal values and those of the President are analogous. A case in point is the concession given by PRRD to the CPP-NDF where three Cabinet posts were assigned to the openly avowed leftists. In the light of the failure of the peace talks between the government and the CPP/NPA/NDF, and the indictment by PRRD of these groups as terrorists; how will these alter egos now align their beliefs with that of their principal?
Another consideration for the managers recruited to populate the bureaucracy is a common belief that it is easy to transition from the private sector, where many of the Cabinet members and heads of GOCCs were recruited from. This is not exactly correct. Central to their careers as public entrepreneurs are their non-aversion to risk taking. While in the private sector, the gauge of the success or failure of entrepreneurship is in the pesos earned or lost, the bottom line for alter egos is the public good and value they create. Success of the alter egos’ work in government is reflected therefore in the eventual emancipation of the Filipino from the shackles of poverty and injustice – even perhaps at a great personal risk. This is the essence of public service.
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